UWE, Bristol
Project Management in a Nutshell Dr Helen Frisby Researcher Development Manager
[email protected] 0117 32 83848
“If we knew what it was we were doing, it would not be called research, would it?” Albert Einstein
Definition of a project
“The principle identifying characteristic of a project is its novelty. It is a step into the unknown, fraught with risk and uncertainty” (Dennis Lock)
Definitions of project management “The application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder’s needs and expectations from a project” “..the process of integrating everything that needs to be done as the project evolves through its life cycle in order to meet the project objectives”
Project constraints?
• Important to understand the constraints on your project
• Be realistic: plan within constraints
Project Manage from the start Accumulated effort and cost
Cost of change Level of influence planning
implementation
completion
Plan earlier rather than later – but never too late!
Planning a project Who? & What?
Get the detail
Put plans together
• identifying the stakeholders • defining the scope • identifying the tasks • identifying the risks • planning • implementing • review
Who are the stakeholders? “Any individual or organisation who has interest in the performance or outcome of the project ” Stakeholders usually input resources into the project (towards success or failure!) Key to project management is meeting stakeholder expectations
Understanding stakeholders • Who are the stakeholders of your project? • What resources do they bring to the project? • What do they expect in return? • How much influence do they have in setting – the outcomes of the project? – how these are achieved?
• How can the stakeholders be managed? • Are there conflicts between the interests of stakeholders?
Defining the scope • Scope – what needs to be done • Defines the boundaries of the project (what is / isn’t expected) • Scope should be agreed by all • Get this agreed up front
Changing the scope
•Most common reason for projects delivering late/over budget • •
When changing scope ensure that: Changes are beneficial to the project Everybody is aware of the impact on the schedule and outcomes of the project
Project Planning Who? & What?
Get the detail
Put plans together
• identifying the stakeholders • defining the scope • identifying the tasks • identifying the risks • planning • implementing • review
Identify Tasks • Once you’ve identified the scope, you can now identify the tasks you need to perform to complete your project • Break your project down into tasks and subtasks • The subtasks should be small enough chunks so that you can easily assess your progress
Work Breakdown Structure Project
Major Activity 1.0
Major Activity 2.0
Sub. Act. 1.1
Sub. Act. 1.2
Sub. Act. 2.1
Sub. Act. 2.2
Sub-Sub Act. 1.1.1
Sub-Sub Act. 2.1.1
Sub-Sub Act. 2.1.2
Sub-Sub Act. 2.1.3
Sub-Sub-Sub Act. 2.1.1.1
Major Activity 3.0
Sub. Act. 2.3
Sub. Act. 3.1
Identify the risks • Identify sources of risk • Assess the likelihood of risk • Assess magnitude of risk • Develop response
Quality
Project Scope
standards
feasibility
Information
ideas/data
Communication
people
Project Risk
availability
People availability/reliability schedules
Time
budget
Equipment Expense
Project Planning Who? & What?
Get the detail
Put plans together
• identifying the stakeholders • defining the scope • identifying the tasks • identifying the risks • planning • implementing • review
What’s the project plan going to look like? • Diary? • PERT chart? • Gantt chart? • Pen and paper!
• Assemble the activities identified in the WBS into
a project network D A
B
C
F
G
E
• B can’t start till A is finished • C, D and E can all be happening at the same time • When G is complete the project is over
Critical path D
A
B 1
5
C 3
F 2
E
G 2
3
1
• 3 paths through the project network • The path which takes the longest to complete is referred to as the critical path • In this case it is ABDFG
PERT example 1 wk
30 9 wks
2 wks
20 3 wks
10
50 60
4 wks
8 wks 40
An example of a Gantt chart DATE Fixed date constraint
Task 1
FS
FS
Task 2 Task 3 Task 4
SS
Task 5
FS
Task 6 End Lag or interval
Milestone
Useful monitoring tools • Research diary/Progress Reports – monitor progress and ideas, and note why you have made particular decisions (will help with methods chapter) – useful to write quarterly progress reports & identify achievements/challenges and forthcoming objectives
• Supervisions – important to discuss progress and project management, and record discussion/actions/outcome (email to supervisor/PI)
• Formal milestones (PGR students) – RD1, Progression, Annual Monitoring
Not going to plan? • • • • •
Make everybody aware of costs/implications of delays Discuss changes in plans Adding resources does not always speed things up Respond early before it is too late Remember that the plan is a plan and is not rigid –
•
Introduce some flexibility
If the project is in crisis involve the client and stakeholders –
– – –
Your supervisor / line manager Collaborators Colleagues Friends
A few lessons from my experience! • Be systematic – evaluate against deadlines • Identify tasks which are slipping • Identify areas where additional resource might help • Keep critical activities on track • Keep project plans updated, and always work with latest version • BE HONEST with yourself and other stakeholders
Summary Who? & What?
Get the detail
Put plans together
• identifying the stakeholders • defining the scope • identifying the tasks • identifying the risks • planning • implementing • review
Thankyou, and best of luck!
